THE EVOLVING ROLE OF HR: A STRATEGIC PARTNER TO THE ORGANIZATION Te role that the Human Resources team plays within today’s ever-evolving corporate landscape is very diferent from a generation ago. 2 The HR function traditionally supported transactional business requirements to evaluate, hire, and train talent coming into the business, and facilitated the processes associated with each of these areas. This could be likened to an “order taker” mentality, where HR was given an “order” for a certain type of talent—and would then go fnd it. Viewed as an enforcer, the HR group would manage compliance to process, without integration into the business. They now need to become proactive in their approach to support their internal customers. In today’s competitive landscape, an evolved approach to Human Resources is a competitive advantage. The talent landscape is changing, and generating the largest disruption business has ever seen—putting talent in a position where they are guaranteed to win. To adapt and to experience growth and success, organizations must now count on their HR teams to be the backbone that supports their business strategy. Without the right talent and supporting human capital infrastructure, the execution of key strategic objectives, as well as the ability to outpace the industry among their competitive set, is non-existent. 3 This shift from order taker to consultative business partner has been a slow but steady change for Talent Acquisition teams. There is a clear request from the business to go faster and provide the kind of consultative partnership that results in fnding high quality talent at the speed of business. To make this turn, Talent Acquisition needs to move from “we’ve always done it that way” to breakthrough innovation around process, technology and resources. Melissa C. Thompson, Executive Director, Talent Acquisition of CEOs rated their HR department as excellent of CEOs mentioned HR as a signifcant contributor to business strategy 35%5% 4 THE DISRUPTIVE TALENT LANDSCAPE IS FORCING CHANGE How successful would your organization be if your talent market was cut in half, since 50% is expected to be free agents by 2020? It would be astoundingly more diffcult to engage the talent that your internal partners are requesting you fnd. The value of the talent that you bring into the organization has a direct correlation to your own brand as an HR professional. This shift and disruption within the talent landscape is forcing HR to evaluate the ways in which they operate and deliver value to their business. On a global scale,56% of the workforce is driven largely by their desire for freedom and fexibility. Gone are the days of working for one employer for an entire career. Talent is now taking control and ownership of how they work, when they work, what they work on, and if they want to engage with certain companies. This selectivity and independence has forced HR to evaluate their talent engagement model and their talent attraction campaigns, all in alignment with the organization’s business strategy. As a starting point, organizations need to begin viewing all talent working on their behalf— traditional employees and free agents—as key components of their talent supply chain. Such mindset changes can be tough, as many traditional employers are not equipped to see beyond the paradigm in front of them. Human Resources departments often have visibility only into their traditional employee ranks, while procurement groups manage acquiring free agent talent as a separate endeavor. 5 “ The perceptions of freelancing as a career are becoming more positive. More people are choosing to work independently, primarily driven by freedom and fexibility. There is a huge opportunity to connect businesses with talent. If you’re expanding into new markets or building new products, fexible talent enables you to be more agile and move faster.” Eric Gilpin, Senior Vice President of Enterprise Sales, Upwork of the workforce will be free agents by 202050% 90% of organizations use free agents to quickly scale their workforce of the workforce want more control and ownership over how they integrate work with their personal lives and passions 100% 56% of the workforce is driven largely by the desire for freedom and fexibility “ We’re at the very beginning of a real revolution of how work happens in enterprises. These are folk that are entrepreneurial and self-assured, and they have bodies of work that speak to their qualities.” Rob Biederman, co-founder and CEO, Catalant 。。。以上简介无排版格式，详细内容请下载查看